Contributor
Ulrich, David, 1953-
Imprint:Boston : Harvard Business School Press, c1998.
Descriptionvii, 349 p. : ill. ; 24 cm.
Note:Introduction / Dave Ulrich -- Part I. DELIVERING CORE CAPABILITIES: 1. A new mandate for human resources / Dave Ulrich -- 2. The core competence of the corporation / C.K. Prahalad, Gary Hamel -- 3. Competing on capabilities: the new rules of corporate strategy / George Stalk, Jr., Philip Evans, Lawrence E. Shulman -- Part II. CREATING STRATEGIC CLARITY: BECOME A STRATEGIC PARTNER: 1. What is strategy? / Michael E. Porter -- 2. Changing the role of top management: beyond strategy to purpose / Christopher A. Bartlett, Sumantra Ghoshal -- 3. Building your company's vision / James C. Collins, Jerry I. Porras -- Part III. MAKING CHANGE HAPPEN: BECOME A CHANGE AGENT: 1. Changing the way we change / Richard Tanner Pascale, Mark Millemann, Linda Gioja -- 2. Breaking the functional mind-set in process organizations / Ann Majchrzak, Qianwei Wang -- 3. Fix the process, not the problem / Harold Sirkin, George Stalk, Jr. -- 4. Good communication that blocks learning / Chris Argyris -- 5. The employee-customer-profit chain at Sears / Anthony J. Rucci, Steven P. Kirn,, Richard T. Quinn -- Part IV. CREATING INTELLECTUAL CAPITAL: BECOME AN EMPLOYEE CHAMPION: 1. Managing professional intellect: making the most of the best / James Brian Quinn, Philip Anderson, Sydney Finkelstein -- 2. Toward a career-resilient workforce / Robert H. Waterman, Jr., Judith A. Waterman, Betsy A. Colalrd -- 3. Opening the books / John Case -- 4. Putting your company's whole brain to work / Dorothy Leonard, Susaan Straus.
Bibliography Note:Includes bibliographical references and index.
Note:Offers a collection of articles from the Harvard Business Review, addressing the need for human resource (HR) professionals to re-invent themselves as strategic players capable of generating organizational capabilities. Contributors examine new roles and skills that HR must cultivate to create a new era in management in which HR is no longer considered a bureaucratic department but looked to as a partner in shaping strategic outcomes. Articles are organized in sections on delivering core capabilities, creating strategic clarity, making change happen, and creating intellectual capital
